Master Project Plan (MPP) - Welcome to the Best Practices ...



| |Master Project Plan (MPP)

|( |( |( |( |( |( |( |( |

Subtitle can go here, or blank

September 10, 2004

|Office of Systems Integration |

Revision History

|Revision |Date of Release |Purpose |

|Initial Draft | |Initial Release |

| | | |

| | | |

| | | |

| | | |

Approvals

|, OSI Assistant Director | |Date |

|, OSI Project Manager | |Date |

|, Other OSI Functional Managers (Optional) | |Date |

|, Other OSI Functional Managers (Optional) | |Date |

|, Other OSI Functional Managers (Optional) | |Date |

Table of Contents

1 Introduction 1

1.1 Purpose 1

1.2 Scope 1

1.3 Reference Documents 1

1.3.1 Best Practices Website 1

1.3.2 The Project Charter 2

1.3.3 Baseline Management Documentation 2

1.3.4 Project Office Tools 2

1.4 Acronyms 2

1.5 Master Project Plan (MPP) vs Project Management Plan (PMP) 2

1.6 Updates to the MPP 2

2 Phase-Specific Approach for Managing the Project 4

2.1 Project Assumptions 4

2.2 Project Constraints 4

2.3 Approach Rational 4

2.4 Upcoming Life Cycle Considerations 4

3 Project Overview 5

3.1 Project Description 5

3.2 Strategic Planning Summary 5

3.3 Schedule Summary 5

3.3.1 Key Milestones 6

3.3.2 Project Master Schedule 6

3.4 Cost Summary 6

3.4.1 Cost By Work Categories 6

3.4.2 Cost By Resource Categories 6

3.4.3 Cumulative Cost Chart 6

3.4.4 Cost Chart (by Fiscal Year) 6

3.5 Work Breakdown Structure (WBS) Summary 7

3.6 Resources Summary 7

3.6.1 The OSI Organization 7

3.6.2 External Stakeholder Organizations 7

3.6.3 The Project Office Organization 8

3.6.4 The Prime Contractor Office 9

3.6.5 County Offices 10

3.6.6 Responsibility Assignment Matrix (RAM) 10

3.7 Procurements / Contracts Summary 10

3.7.1 Consultant Procurements / Contracts 10

3.7.2 Prime Contractor Procurement /Contract 11

3.7.3 Other Procurements / Contracts 11

3.8 Risks Summary 11

4 Project Management Processes 12

4.1 Phase Readiness 12

4.1.1 Conducting a Readiness Review 12

4.1.2 Evaluating Strategic Planning Considerations 12

4.1.3 Updating the Project Charter 12

4.2 Planning for Establishing the Management Baseline 13

4.2.1 Establishing Administrative Management 13

4.2.2 Establishing Budget & Cost Management 13

4.2.3 Establishing Communications Management 14

4.2.4 Establishing Configuration Management 14

4.2.5 Establishing Contract Management 15

4.2.6 Establishing Human Resource Management 15

4.2.7 Establishing Implementation Support 16

4.2.8 Establishing Maintenance & Operations (M&O) Support 16

4.2.9 Establishing Procurement Management 17

4.2.10 Establishing Project Management 18

4.2.11 Establishing Quality Management 18

4.2.12 Establishing Requirements Management 18

4.2.13 Establishing Risk Management 19

4.2.14 Establishing Schedule & Work Plan Management 19

4.3 Planning for Staffing the Project Office 21

4.3.1 Establishing the Administrative Manager & Team 21

4.3.2 Establishing the Application Support Manager & Team 21

4.3.3 Establishing the Customer Support Manager & Team 22

4.3.4 Establishing the Contract Manager & Team 22

4.3.5 Establishing the Implementation Manager & Team 22

4.3.6 Establishing the Operations Manager & Team 23

4.3.7 Establishing the Procurement Manager & Team 23

4.3.8 Establishing the Project Manager & Team 23

4.3.9 Establishing the Quality Manager & Team 24

4.3.10 Establishing the Systems Engineering Manager & Team 24

4.4 Phase Tracking & Change Control 26

4.4.1 Tracking Administrative Functions 26

4.4.2 Tracking Budget & Cost 26

4.4.3 Tracking & Monitoring Communications 26

4.4.4 Tracking Project Configurations 26

4.4.5 Monitoring Contract Performance 26

4.4.6 Acquiring and Servicing Project Staff 27

4.4.7 Executing and Tracking Implementation Support Functions 27

4.4.8 Executing and Tracking M&O Support Functions 27

4.4.9 Executing & Monitoring Procurements 27

4.4.10 Project Management Tracking & Oversight 28

4.4.11 Implementing and Tracking Quality 28

4.4.12 Developing and Tracking Requirements 28

4.4.13 Tracking & Responding to Risks 28

4.4.14 Executing and Tracking Schedules & Work Plans 28

4.5 Phase Close-Out & Lessons Learned 29

4.5.1 Conducting Formal Lessons Learned 29

4.5.2 Closing Out Contracts 29

4.5.3 Closing Out the Project Office 29

Appendix A: Baseline Management Plans A-1

Appendix B: Project Office Tools B-1

Appendix C: Acronyms C-1

Appendix D: Responsibility Assignment Matrix (RAM) D-1

List of Tables

Table 1. Strategic Planning Summary 5

Table 2. Project Work Breakdown Structure 7

Table 3. Other Stakeholder Organizations 7

Table 4. The Project Office 8

Table 5. The Prime Contractor Office 9

Table 6. County Offices 10

Table 7. Consultant Procurements / Contracts 10

Table 8. Prime Contractor Procurement / Contract 11

Table 9. Other Procurements / Contracts 11

Table 10. Summary of Project Risks 11

List of Figures

Figure 1. OSI Life Cycle Designation 3

Figure 2. Key Milestones 6

Figure 3. Project Master Schedule 6

Figure 4. Cost By Work Categories 6

Figure 5. Cost By Resource Categories 6

Figure 6. Cumulative Cost Chart 6

Figure 7. Cost Chart by Fiscal Year 6

Figure 8. The OSI Organizational Chart 7

Figure 9. The Project Office Organizational Chart 8

Figure 10. Project office Staff Profile 9

Figure 11. Project Office Labor Hour Summary 9

Figure 12. Prime Contractor Organizational Chart 9

Figure 13. Prime Contractor Staffing Profile 10

Figure 14. Prime Contractor Labor Hour Summary 10

Figure 15. Consultant Costs 11

Figure 16. Prime Contract Costs 11

Figure 17. Sub-Contractor Costs 11

Introduction

1 Purpose

This document describes the Master Plan for the Project. The purpose of Project Management for the Office of Systems Integration (OSI) organization is to manage the activities of the Project Office[1], the prime contractor[2], and other supporting organizations[3] to ensure a timely, efficient, and effective system acquisition as defined by the Project Charter[4].

The purpose of this Master Project Plan (MPP) document is to provide the project stakeholders with an approved working guide for managing the throughout all of the OSI life cycle phases[5]. The MPP defines the approach to the project, which will be conducted under the guidance and approval of the Office of Systems Integration (OSI).

2 Scope

This document is divided into three sections. Section 1 describes the background and high-level view of the project and its overall purpose. Section 2 provides an executive summary of the project providing key project information summarized at the highest level. Section 3 describes the project management recurring methodology and processes used to perform the project management activities performed for the appropriate OSI project life cycle phase.

3 Reference Documents

1 Best Practices Website

For more information on the Office of Systems Integration (OSI) project management methodology refer to the OSI Best Practices website (BPweb) ().

The project management approach generally adheres to the macro-view of software acquisition described by the IEEE Std 1062 (Recommended Practices for Software Acquisition), and the micro-view of best practices principles for project management using the IEEE Std 1490-2003, Adoption of Project Management Institute (PMI), A Guide to the Project Management Body Of Knowledge (PMBOK).

The OSI policy on project management and other materials for project management are available through the “By Function-Phase” link on the Best Practices Website.

2 The Project Charter

The Project Charter is the master set of project requirements that bound and govern the scope of this MPP document. Refer to section 4.1.3 of this MPP for instructions on creation and maintenance of the Project Charter.

3 Baseline Management Documentation

The documents summarized in Appendix A of this MPP establish the management baseline for the project. These documents are produced and updated by the project office during the phase readiness (section 4.1.1 of this MPP) in support of managing this project.

4 Project Office Tools

The management tools the project office will use in support of managing this project is summarized in Appendix B.

4 Acronyms

The list of acronyms use in this document is summarized in Appendix C.

5 Master Project Plan (MPP) vs Project Management Plan (PMP)

The MPP is developed and controlled by the project office and is the highest-level management document for the project. The MPP is prepared by the project office and for the project office to manage the entire system acquisition effort.

By contrast, the Project Management Plan (PMP) is a contractually defined management document developed by the prime contractor (and for the prime contractor) to manage the prime contractor’s obligations. The PMP is subordinate to the MPP and must be integrated via the appropriate contracting vehicles.

6 Updates to the MPP

This MPP represents the project management approach for the as identified by the following life cycle representation. This MPP will be updated at the start of each OSI life cycle phase, and/or will be reviewed/updated at least annually as needed by the project management team (section 4.1.1 of this MPP). Lessons learned will be captured at the end of each project phase and used to improve the division-level standards (section 4.5.1 of this MPP). Updates to the MPP will be disseminated to appropriate stakeholders at each new revision and will be kept under configuration control (after the initial baseline of the document) and maintained throughout the project life cycle.

Figure 1. OSI Life Cycle Designation

|NEW SYSTEM ACQUISITION LIFE CYCLE | |SYSTEM RE-PROCUREMENT LIFE CYCLE |

|INITIATION | | |INITIATION | |

|PLANNING | | |PLANNING | |

|PROCUREMENT | | |PROCUREMENT | |

|SYSTEM DEVELOPMENT | | |SYSTEMS DEVELOPMENT | |

|SYSTEM IMPLEMENTATION | | |SYSTEM IMPLEMENTATION | |

|M&O TYPE 1 | | |M&O TYPE 1 | |

|M&O TYPE 2 | | |M&O TYPE 2 | |

|CLOSE OUT | | |CLOSE OUT | |

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

Phase-Specific Approach for Managing the Project

This section summarizes the approach rational for the strategies the project will employ for managing the project during this life cycle phase.

1 Project Assumptions

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Project Constraints

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Approach Rationale

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

4 Upcoming Life Cycle Considerations

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Project Overview

1 Project Description

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Strategic Planning Summary

Table 1. Strategic Planning Summary

|NEW SYSTEM ACQUISITION LIFE CYCLE | |STRATEGIC PLANNING CONSIDERATIONS |

|INITIATION | | |

|PLANNING | | |

|PROCUREMENT | | |

|SYSTEM DEVELOPMENT | | |

|SYSTEM IMPLEMENTATION | | |

|M&O TYPE 1 | | |

|M&O TYPE 2 | | |

|CLOSE OUT | | |

|SYSTEM RE-PROCUREMENT LIFE CYCLE | | |

|INITIATION | | |

|PLANNING | | |

|PROCUREMENT | | |

|SYSTEM DEVELOPMENT | | |

|SYSTEM IMPLEMENTATION | | |

|M&O TYPE 1 | | |

|M&O TYPE 2 | | |

|CLOSE OUT | | |

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

3 Schedule Summary

The following information represents the schedule baseline for the project as taken from the Schedule Management Plan (Refer also to sections 4.2.14, and 4.4.14 of this MPP for a brief summary of how the schedule and work plans will be created and maintained). The master schedule and project work plans will be managed in accordance to the guidance defined by the Schedule Management Plan.

1 Key Milestones

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 2. Key Milestones

2 PROJECT MASTER SCHEDULE

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 3. Project Master Schedule

4 COST SUMMARY

The following information represents the cost baseline for the project as taken from the Cost Management Plan (Refer also to sections 4.2.2, and 4.4.2 of this MPP for a brief summary of how the budget and cost will be created and maintained). The Master Cost (and associated categories) will be managed in accordance to the guidance defined by the Cost Management Plan.

1 Cost By Work Categories

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 4. Cost By Work Categories

2 COST BY RESOURCE CATEGORIES

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 5. Cost By Resource Categories

3 CUMULATIVE COST CHART

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 6. Cumulative Cost Chart

4 COST CHART (BY FISCAL YEAR)

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Figure 7. Cost Chart by Fiscal Year

5 WORK BREAKDOWN STRUCTURE (WBS) SUMMARY

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Table 2. Project Work Breakdown Structure

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

6 Resources Summary

This section divided into three distinct and different groupings: The Project Office, The Prime Contractor Office, and Other Stakeholders Organizations. The roles and responsibilities between each of these critical interfaces and the project office are described in the Communication Management Plan, and referenced to specific plans specified herein.

1 The OSI Organization

The diagram below identifies all the OSI organizational entities and key personnel involved in supporting the project.

Figure 8. The OSI Organizational Chart

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

2 External Stakeholder Organizations

The following is a list of key personnel external to the OSI organization in support of the project. For a complete description of the roles and responsibilities between OSI and these external stakeholder organizations, refer to the Communication Management Plan, applicable Inter-Agency Agreements (IAs), and the Governance Plan.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Table 3. Other Stakeholder Organizations

|ORGANIZATION |TITLE |RESPONSIBILITIES |REFERENCES |

| | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 The Project Office Organization

The figure below identifies the key positions for the project office. For a complete description of the staff for the project office, including roles and responsibilities, refer to the Staff Management Plan.

Figure 9. The Project Office Organizational Chart

Table 4. The Project Office

|POSITION |TITLE |KEY ROLES & RESPONSIBILITIES |REFERENCES |

| | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

The figure below identifies the projected number of State and consultant staff required for the project office over the duration of the project. For a complete description of staffing requirements, including the methodology for staffing the project office, refer to the Staff Management Plan.

Figure 10. Project office Staff Profile

THE FIGURE BELOW IDENTIFIES THE PROJECTED LABOR HOURS OF STATE AND CONSULTANT STAFF REQUIRED FOR THE PROJECT OFFICE OVER THE DURATION OF THE PROJECT. FOR A COMPLETE DESCRIPTION OF LABOR REQUIREMENTS, INCLUDING THE METHODOLOGY FOR STAFFING THE PROJECT OFFICE, REFER TO THE STAFF MANAGEMENT PLAN.

Figure 11. Project Office Labor Hour Summary

4 THE PRIME CONTRACTOR OFFICE

The figure below is the organizational chart for the prime contractor office. The following is a list of key personnel for the prime contractor office. For a complete description of the prime contractor team, including roles and responsibilities, refer to the .

Figure 12. Prime Contractor Organizational Chart

Table 5. The Prime Contractor Office

|POSITION |TITLE |KEY ROLES & RESPONSIBILITIES |REFERENCES |

| | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The figure below identifies the projected number of Prime Contractor staff required over the duration of the project. For a complete description of prime contractor’s staffing requirements, refer to the .

Figure 13. Prime Contractor Staffing Profile

The figure below identifies the projected labor hours of prime contractor staff required for the duration of the project. For a complete description of prime contractor labor requirements, refer to the .

Figure 14. Prime Contractor Labor Hour Summary

5 County Offices

The following table identifies the county liaisons that interface with the project office. For a more current listing of the county representatives, refer to the Communications Management Plan, and/or applicable Memorandum of Understanding (MOU).

Table 6. County Offices

|POSITION OR TITLE |COUNTY/REGION |NAME |PHONE |EMAIL ADDRESS |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

6 Responsibility Assignment Matrix (RAM)

Refer to Appendix B of this MPP for latest version of the project Responsibility Assignment Matrix (called the RAM). The RAM captures the association between resource assignments and corresponding WBS work products and ensures that all work products have appropriate responsibilities assigned. The RAM also includes the mapping for overlapping responsibilities between partnering stakeholders for complete and accurate review and approval of project work products.

7 Procurements / Contracts Summary

1 Consultant Procurements / Contracts

The following consultant contractor(s) were selected to supplement the staff of the project office. The solicitation requests, contracts, and the Task Accomplishment Plans are identified below. For a complete description of the consultant contract requirements, including the methodology for managing consultant contractors, refer to the Contract Management Plan (for Consultants).

Table 7. Consultant Procurements / Contracts

|PURPOSE / DESCRIPTION |TERM / VALUE / VEHICLE |REFERENCES |STATUS/ COMMENTS |

| | | | |

| | | | |

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

Figure 15. Consultant Costs

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

2 Prime Contractor Procurement /Contract

The following prime contractor was selected for the project. The solicitation request, contract, and the Task Accomplishment Plan are identified below. For a complete description of the prime contract requirements, including the methodology for managing prime contractor, refer to the Contract Management Plan (for the prime contractor).

Table 8. Prime Contractor Procurement / Contract

|PURPOSE / DESCRIPTION |TERM / VALUE / VEHICLE |REFERENCES |STATUS/ COMMENTS |

| | | | |

| | | | |

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

Figure 16. Prime Contract Costs

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

Figure 17. Sub-Contractor Costs

< REFER TO TAILORING GUIDE FOR SUGGESTIONS ON ENTERING PROJECT-SPECIFIC INFORMATION. >

3 Other Procurements / Contracts

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Table 9. Other Procurements / Contracts

8 RISKS SUMMARY

The current list and status of project risks is kept in a Project Risk Database (PRD) located at < path and/or server >. The project uses Risk RadarTM as their PRD.

For a complete description of project risks, including the methodology for managing risks, refer to the Risk Management Plan.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Table 10. Summary of Project Risks

Project Management Processes

1 Phase Readiness

Readiness is the first set of repeatable project management activities that mark the formal start of each new OSI life cycle phase (once each at Initiation, Planning, Procurement, System Development, System Implementation, M&O, Closeout).

1 Conducting a Readiness Review

Readiness Reviews are conducted with the project team (and facilitated to greatest extent possible by the BPSG) in order to review lessons learned from other projects and, where appropriate, to receive project assistance (from the BPSG and other project experts) that can help in preparation for the coming life cycle phase. Some of the activities of a readiness review include:

• Determining the required set of project office documentation

• Establishing the needed set of project office tools

• Forming a readiness evaluation team and reviewing the readiness checklists

• Reviewing Lessons Learned archive

• Reassessing project Assumptions and Constraints

Findings from the project readiness reviews will be kept in the project documentation repository and on the OSI iManage repository accessible via the Best Practices website.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Evaluating Strategic Planning Considerations

Strategic planning[6] for future life cycle phases is a SEI SA-CMM key process area that addresses the high-level, and long-term planning across all of the OSI life cycle phases for such things as technical refresh, M&O reprocurements, and external project interface management.

A summary of the Strategic Plan (Table 1) is provided in section 3.2 of this MPP.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Updating the Project Charter

The Project Charter is the document created by the project manager initially during the OSI Planning life cycle phase to formally define the scope of the project and is the precursor to the Master Project Plan (MPP). The Project Charter is reviewed and updated as needed at every subsequent OSI life cycle phase.

The latest version of the project charter can be found in the project documentation repository as noted in Table 1 of this MPP.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Planning for Establishing the Management Baseline

Planning is the second set of repeatable project management activities performed at each OSI life cycle phase explicitly to prepare and/or update the appropriate project management documents for any given OSI life cycle phase. The paragraphs that follow identify the management work products that will form the baseline for managing the project. Table 1 identifies the documents that represent the project management baseline for this phase of the project’s life cycle.

1 Establishing Administrative Management

Administrative management focuses on managing and administering the project infrastructure and support functions, including facilities, technical support of the project network and project tools, and clerical support. Maintenance and update of the project tools is handled through a change control process, and releases are coordinated with other functions, as appropriate.

The project office will manage and maintain the administrative processes and procedures in accordance with the Administrative Manual.

Refer to Section 4.4 of this MPP for specifics on monitoring and controlling Administrative functions.

The following activities are established in the Administrative Manual related to the planning for the administrative function:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Establishing Budget & Cost Management

Budget/Cost Management consists of two perspectives: the state and federal budget and accounting processes, and the project management perspective of cost management. The state/federal processes include the production of approval documents (e.g., Advance Planning Documents (APDs) and Feasibility Study Reports (FSRs)) and Budget Change Proposals (BCPs), and the tracking of encumbrances and expenditures. The state/federal processes are governed by the requirements established by the Department of Finance and the appropriate federal stakeholder. The project management perspective focuses on tracking costs against the project Work Breakdown Structure and monitoring earned value type metrics. OSI establishes the requirements for tracking cost metrics at the project level. Both of these perspectives must reconcile to each other (e.g, the approved spending authority must match the project cost baseline), though the perspective is slightly different.

The project will manage and maintain details on the creation and maintenance of the project’s budgets and cost expenditures in accordance with the Cost Management Plan.

The Cost Summary for the project is found in Section 3.4 of this MPP.

Refer to Section 4.4 of this MPP for specifics on monitoring and controlling costs.

The following activities from the Cost Management Plan are established related to the planning project costs:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Establishing Communications Management

Communications Management includes the activities performed to ensure the proper generation, collection, dissemination, and storage of project information for project stakeholders both internal and external to the project. The Communication Management Plan describes the specific processes and procedures that the project uses for managing internal and external project communications.

The Summary of the various resource stakeholder organizations interfacing with the project office is found in section 3.6 of this MPP.

The project will manage and maintain communications between project stakeholders in accordance with the Communication Management Plan.

Refer also to Section 4.4 of this MPP for specifics on tracking communications.

The following activities from the Communication Management Plan are established related to the planning for communications between stakeholder groups:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

4 Establishing Configuration Management

The purpose of configuration management (CM) is to ensure (1) all work products received or generated by the project are adequately documented, stored and managed; (2) changes to those work products are controlled; (3) change processing and implementation status are recorded and reported; and (4) compliance with specific requirements is verified. The intent being that any prior version of an item could be retrieved and/or re-created, if necessary.

Both the project office and the contractor will have Configuration Management Plans to describe their approach to CM, and an automated tool (for both software CM and document CM) to assist with tracking. Both the project and contractor’s CM plans will be compatible such that processes from one plan should reference and easily transition to processes in the other plan.

For projects performing oversight of a contractor, the project office Configuration Management Plan will focus on control of the system requirements, received and generated documents, project tools, and the project network. If the project is performing system development with the contractor, the Configuration Management Plan will clearly define what the project office is controlling and what the contractor is controlling (for example, the supplier may control the software and hardware, but the project may control the interfaces and data).

The project will manage and maintain project configurations in accordance with the Configuration Management Plan.

Refer also to Section 4.4 of this MPP for specifics on tracking and controlling changes to configuration Items.

The following activities from the Configuration Management Plan, are established related to the planning for configuration management:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

5 Establishing Contract Management

The purpose of Contract Management is to ensure the contractor is adhering to the terms of the contract and providing the requested services/products that meet the expectations of the project. Contract management begins when a signed contract/purchase order (PO) is received and the project negotiates a start date with the contractor. Contract management ends when the contract services/products have been delivered, accepted and paid for, and all associated contract paperwork and files have been archived. The project may be managing several types of contract at the same time. The elements of contract management are the same for a competitive, prime contract and a CMAS/MSA contract, though the solicitation steps are different. The Contract Manager works closely with the OSI Acquisition Services Program (ASP) to ensure all relevant laws and regulations are followed.

A summary of existing contracts (Table 7, 8, and 9) utilized by the project is found in Section 3.7 of this MPP. The project will manage and maintain consultant contracts in accordance with the Contract Management Plan (for Consultant Vendors). Likewise, the project will manage and maintain prime contractor contracts in accordance with the Contract Management Plan (for Prime Contractors).

Refer also to Section 4.4 of this MPP for specifics on tracking contract performance.

The following activities from the Contract Management Plan(s) are established related to the planning for contract oversight:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

6 Establishing Human Resource Management

Human resources management focuses on identifying the amount and types of state staff and consultant staff necessary to manage the project, including the orientation and training necessary for staff to be effective in their jobs (prime contractor staff are addressed under Contract Management function; External Stakeholder staff are addressed under the Communications Management function).

Training in this context is limited to project-specific topics. It does not describe career development or skills development training already addressed by other state processes. Human resources obtains the appropriate state staff, and works with Procurement, as appropriate, to obtain consultant staff with specialized skills to augment the project team.

A high-level summary of the organizational structure for the project office, and resource profiles utilized in support of this project is found in Section 3.7.3 of this MPP.

The Staff Management Plan provides detailed information related to state and consultant staff, including specific roles & responsibilities/ assignments. Refer also to the Training Plan for more information on specific training needs for the project office, and plans for satisfying those needs. Note: For more information on roles and responsibilities between OSI and external project stakeholders, refer to section 3.2.4 of this MPP, the Communications Management, applicable Inter Agency Agreements (IAAs), Memorandums Of Understanding (MOUs), and the Governance Plan.

Refer also to Section 4.4 of this MPP for specifics on servicing and support of project staff.

The following elements from the Staff Management Plan are established related to creating the project office team:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

7 Establishing Implementation Support

The Implementation Support function includes all the activities necessary for the project office to transition from a development/testing environment to a production environment using the new system. The plan is developed early in the project life cycle and is fully executed during the System Implementation life cycle phase.

The Implementation Management Plan establishes the specific implementation planning and execution approaches for implementation support.

Refer also to Section 4.4 of this MPP for specifics on executing and tracking implementation support activities.

The following elements from the Implementation Management Plan have been established related to the planning for Implementation support:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

8 Establishing Maintenance & Operations (M&O) Support

M&O support consists of two major activities that occur in parallel: operating the system and managing system releases to maintain the system with as-needed updates. M&O includes the activities necessary to operate and maintain the system, from help desk services, problem fixes, change/enhancement implementation, backups and disaster recovery to the life cycle phases required for a new system release. In many cases, a contractor performs part or all of the M&O services. Some of the services may also be provided by a data center.

The M&O Plan summarizes the project’s approach to M&O. The plan is similar to the Master Project Plan, but with an emphasis on sustained operations instead of development and implementation. The M&O Plan places a stronger emphasis on the strategic direction of the project/system, the approach to system releases, upgrades and maintenance, and ongoing operations and customer support.

Refer also to Section 4.4 of this MPP for specifics on executing and tracking M&O support activities.

The following elements from the M&O Plan are established related to the planning for M&O:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

9 Establishing Procurement Management

Procurement management describes the general management of solicitations for products and services to support the project. Administration Management handles acquisition of supplies and equipment separately. OSI primarily performs two types of procurements: solicitations via the state leveraged procurement agreements, and competitive bids open to all vendors in the state. The basic methodology is the same for both, though the detailed activities will vary considerably. The project must work closely with the departmental Acquisition Services Program and the Department of General Services to ensure that appropriate laws and regulations are observed during the conduct of the solicitation. For competitive solicitations, the procurement approach is documented in an Information Technology Procurement Plan (ITPP) in accordance with DGS and DOF requirements. For leveraged procurements (e.g., California Multiple Award Schedule (CMAS) and Master Services Agreement (MSA)), the project Contract Management Plan usually describes the general procurement approach. Once the vendor has been selected and the contract is signed, responsibility transfers to the Contract Management function to manage the contract and work products.

A summary of existing procurements (Table 7,8, and 9) is found in Section 3.7 of this MPP, and further defined by the ITPP, and respective Contract Management Plans.

Refer also to Section 4.4 of this MPP for specifics on tracking procurements.

The Contract Management Plans (Prime and/or Consultant) establish the following considerations related to planning for the development of new contracts:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

10 Establishing Project Management

Project Management is the overarching discipline utilized in the OSI organization for the acquisition, and maintenance of software intensive systems covering the full range of life cycle activities from cradle to grave. The project management approach generally adheres to the macro-view of software acquisition described by the IEEE Std 1062 (Recommended Practices for Software Acquisition), and the micro-view of best practices principles for project management using the Project Management Institute (PMI) Project Management Body Of Knowledge (PMBOK).

The Master Project Plan (MPP) establishes how the project office will manage the project. It is the highest-level authority for project management under the project charter and is the document that ties all other project management documentation together.

Refer also to Section 4.4 of this MPP for specifics on project tracking and oversight activities.

The following elements from the MPP are established related to the planning of project management activities:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

11 Establishing Quality Management

Quality Management is the discipline utilized in the OSI organization to provide adequate assurance that the project products and processes conform to their specified requirements and adhere to their established plans throughout the project life cycle. The Quality Management Plan (QMP) defines how the project will tailor and administer the OSI quality program to project-specific conditions.

Refer also to Section 4.4 of this MPP for specifics on tracking quality.

The following activities from the QMP are established related to the planning for quality:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

12 Establishing Requirements Management

The project office must accurately and clearly define and manage the system requirements. The requirements form the basis for the system and should clearly describe the user needs and priorities. Requirements are defined during the procurement phase, base-lined and then incorporated or referenced in the Request for Proposal (RFP). Requirements management continues into the Maintenance and Operations (M&O) phase as new requirements are added or existing requirements are changed.

The Requirements Management Plan describes the approach to managing the system requirements. The plan describes how requirements are derived and validated, how requirements changes are analyzed and managed, how requirements traceability is maintained and validated, and how the project works with the contractor to ensure traceability of requirements to the system and system documentation.

Refer also to Section 4.4 of this MPP for specifics on tracking requirements and controlling changes to requirements.

The following elements from the Requirement Management Plan are established related to the planning for requirements:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

13 Establishing Risk Management

The purpose of risk management is to identify potential threats to project success and to mitigate or eliminate negative impacts to the project. Analysis of the risks may also identify opportunities that should be pursued to provide additional benefit to the project or the organization as a whole. The scope of risks to be considered includes technical, management, solicitation and contracting, performance, budget, resources, political, natural disasters, security, etc. Not all risks can be eliminated, but mitigation and contingency plans can be developed to lessen their impact if they occur. Risk management is an integral part of project management on the project. Risk management processes are utilized from project initiation through development, maintenance and operations, and end only when the project/system is shutdown or retired.

A summary of project risks (Table 10) is found in Section 3.9 of this MPP. Refer also to the Risk Management Plan for more information on specific details related to identification and management of project risks.

Refer also to Section 4.4 of this MPP for specifics on tracking risks.

The following activities from the Risk Management Plan are established related to the planning for risks:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

14 Establishing Schedule & Work Plan Management

Schedule/Work Plan Management consists of two perspectives: the high-level schedule and dependencies, and the day-to-day tracking of work plan activities and task completion. The schedule management component consists of schedule timelines, dependencies and resources, particularly where coordination with other external organizations is required (usually managed via MS Project). The work plan management level consists of the tracking and management of the detailed tasks to accomplish various schedule activities as defined in project work plans. There may be various work plans which each roll-up to a specific task within the high-level project schedule (usually managed via MS Excel). Day-to-day tracking of progress is performed at the work plan level. The work plan updates are incorporated to the schedule on a periodic basis to determine if there has been an impact to the overall project schedule or dependencies.

A summary of the Project Schedule, including Key Milestones (Figure 2) and Master Schedule (Figure 3) is provided in section 3.3 of this MPP. The high-level Project WBS (Table 2) is provided in section 3.5 of this MPP.

The Schedule Management Plan also provides information on the preparation and maintenance of the Master Project Schedule, WBS, and workplans.

Refer also to Section 4.4 of this MPP for specifics on developing and tracking project schedules and work plans.

The following elements from the Schedule Management Plan are established related to the planning schedule and work plan activities:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Planning for Staffing the Project Office

Also part of the repeatable planning process that occurs at each OSI life cycle phase is the staffing (and re-staffing) of the Project Office in order to most effectively manage the specific needs of a particular project life cycle. The following paragraphs describe how the project office has established and distributed project office responsibilities for satisfying the needs the current project life cycle.

Table 4 above identifies the Project Office Organizational structure that will be used to manage the project.

1 Establishing the Administrative Manager & Team

The Administration Team is responsible for managing and supporting the project infrastructure include facilities, budget, schedules, tools, and office functions. The team consists of several sub-teams including the Administrative Support team, Financial team, Contract Management team, Project IT Support team, and Office Support team.

The Administrative Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Administrative Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Establishing the Application Support Manager & Team

The Application Support Team is responsible for coordinating the application changes during the M&O phase, including analysis of change requests, review and participation in design, code and test sessions, and review of user documentation for consistency with the existing application and business processes. The team consists of an Application Support Manager and Application Support Systems Engineers, Subject Matter Experts and User Representatives.

The Application Support Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Application Support Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Establishing the Customer Support Manager & Team

The Customer Support Team is responsible for assisting the user with problems, training, and new business initiatives, and preparing them for system changes and updates. The team consists of a Customer Services Manger, Customer Communications Coordinator, and Customer Support Manager.

The Customer Support Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Customer Support Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

4 Establishing the Contract Manager & Team

The Contract Management Team is responsible for managing and tracking the contractor and consulting contracts for the project. The team consists of a Consultant Contract Manager, Prime Contract Manager, and Deliverable Monitor.

The Contract Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Contract Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

5 Establishing the Implementation Manager & Team

The Implementation Team is responsible for assisting the user/local offices to prepare for the initial implementation of the system and subsequent changes and releases. The team consists of an Implementation Manager, Business Process Coordinator, Data Conversion Manager, Infrastructure Coordinator, User Training Manager, and User Oversight Manager.

The Implementation Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Implementation Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

6 Establishing the Operations Manager & Team

The Operations Team is responsible for the day-to-day operations of the system including scheduling jobs, coordinating file transfers, updating or loading data, and monitoring system performance and security. The team consists of an Operations Manager, Production Control Manager, Production Control System Administrator, Production Control Security Administrator, Production Control Change Manager, Production Control Data Technician, Technical Support Manager, and Technical Support Data Technician.

The Operations Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Operations Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

7 Establishing the Procurement Manager & Team

The Procurement Management Team is responsible for managing and/or coordinating the procurement activities for the prime and consulting contracts. The team works closely with the Acquisition Services Program of OSI and the Department of General Services staff. The team consists of the Procurement/RFP Manager and subject matter experts.

The Procurement Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Procurement Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

8 Establishing the Project Manager & Team

The Project Manager and Team are responsible for the overall management and execution of the project. The team provides direction and guidance to the other project office teams, and assists the other teams with issue resolution and communications coordination. The team consists of a Project Manager, Assistant Project Manager(s), Executive Assistant, and Risk Manager.

The Project Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Project Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

9 Establishing the Quality Manager & Team

The Quality Management Team is responsible for ensuring the final system meets the needs of the user and addresses the documented requirements, as well as ensuring the project is performing in accordance with its defined processes and procedures. The team consists of a Quality Manager, Process Auditor, Process Improvement Manager, Metrics Manager, Verification System Engineer, Test Manager, Test Engineer(s), and subject matter experts.

The Quality Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Quality Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

10 Establishing the Systems Engineering Manager & Team

The Systems Engineering Team is responsible for developing and tracking the system business requirements and interfaces, assisting with technical analyses, and ensuring the final system meets all stated requirements. The team consists of a Systems Engineering Manager, Requirements Manager, Interface Manager, and subject matter experts.

The Systems Engineering Manager & Team composition (for the current life cycle) is defined in the Staff Management Plan Appendix A to include the following key staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The Systems Engineering Manager & Team (for the current life cycle) has been assigned in the Staff Management Plan Appendix B primary responsibility over the following Management work products:

4 Phase Tracking & Change Control

Tracking and Change Control is the third set of repeatable project management activities performed continuously during each OSI life cycle phase to ensure the proper execution and control of the project baseline (starting with the MPP) for the current life cycle phase. Tracking and change control activities are performed using the guidance provided by the Master Project Plan (MPP) and include the following types of activities.

1 Tracking Administrative Functions

The following tracking activities are established related to Administrative function:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

2 Tracking Budget & Cost

The following tracking activities from the Cost Management Plan are established for tracking project costs:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Tracking & Monitoring Communications

The following items from the Communications Management Plan establishes how the communications activities will be tracked and monitored for the current phase:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

4 Tracking Project Configurations

The following items from the Configuration Management Plan, sections 5 and 6 establish how the various project configurations are tracked and monitored for the current phase:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Requirements Management Plan, section 6 describe the details on how system requirements for this phase are tracked and modified. The topics are:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

5 Monitoring Contract Performance

The following items from the Contract Management Plan (for the Prime Contractor) are established for monitoring prime contract performance:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Contract Management Plan (for the consultants) are established for monitoring consultant contractors:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Contract Management Plan (for data center support) are established for monitoring service provider performance:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Cost Management Plan, section 7 are established for overseeing prime contractor costs and contractor work orders:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Schedule Management Plan, section 5 are established for overseeing prime contractor schedules:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

6 Acquiring and Servicing Project Staff

The following items from the Staff Management Plan, section 2 are established for overseeing the needs of the project staff:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Division-level training is mandated on all projects from the OSI organization. This training is general in content and is emphasizes topics that have long-term relevance to all projects in OSI (e.g. OSI orientation, Using the BP website, Understanding the OSI life cycle etc). The OSI Best Practices Website will identify a list of required training.

Project-specific training (defined by the Project Training Plan) includes training that is unique to the specific needs of the project (e.g. welfare training, unemployment insurance training, etc.) and is determined as the special project need arises.

The following items from the Project Training Plan are established for implementing the training needs for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

7 Executing and Tracking Implementation Support Functions

The following items from the Implementation Management Plan are established for tracking and monitoring implementation support activities for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

8 Executing and Tracking M&O Support Functions

The following items from the M&O Plan are established for tracking and monitoring M&O support activities for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

9 Executing & Monitoring Procurements

The following items from the M&O Plan are established for tracking and monitoring M&O support activities for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the ITPP and/or Contract Management Plan (for consultants), section 3 are established for specifics on how procurements will be conducted and managed until contract award.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

Refer to the section on monitoring contract performance for details related to monitoring contract performance.

10 Project Management Tracking & Oversight

The following items are established for tracking and monitoring project management activities for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

11 Implementing and Tracking Quality

The following items from the Quality Management Plan are established for tracking and monitoring quality-related activities for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

12 Developing and Tracking Requirements

The following items from the Requirements Management Plan are established for tracking and monitoring requirements for the project:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

13 Tracking & Responding to Risks

The following items from the Risk Management Plan are established for tracking and monitoring project risks:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

14 Executing and Tracking Schedules & Work Plans

The following items from the Schedule Management Plan are established for tracking and monitoring project schedules and work plans:

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

5 Phase Close-Out & Lessons Learned

Phase Close-Out & Lessons Learned are the fourth set of repeatable project management activities performed at each OSI life cycle phase to ensure the proper closure of a current life cycle phase before proceeding to the next phase. Close-out activities include review of all goals and objectives of the phase, final status and closure of issues and risks related to the phase, and review of documentation and files for archival or destruction.

1 Conducting Formal Lessons Learned

At the close of each life cycle phase, the project prepares a lessons learned report including an analysis of project objectives achieved during the completed phase.

Lessons learned meetings are conducted by the BPSG (as much as possible), with Lessons Learned reports being included in the OSI iManage Repository for use by other projects and for identifying candidates for process improvement action.

2 Closing Out Contracts

The following items from the Contract Management Plan (for the prime contractor) are established for specific instruction related to contract closeout. < Refer to Tailoring Guide for suggestions on entering project-specific information. >

The following items from the Contract Management Plan (for consultants) are established for specific instruction related to contract closeout.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

3 Closing Out the Project Office

The following items from the Staff Management Plan, section 2 are established for transitioning and departures of project staff.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

1 Baseline Management Plans

|Document Title |Document #-version |Date |

|Communication Management Plan | | |

|Configuration Management Plan | | |

|Contract Mgmt Plan (Consultants) | | |

|Contract Mgmt Plan (Prime Contractor) | | |

|Cost Management Plan | | |

|Document Management Plan | | |

|Governance Plan | | |

|Implementation Management Plan | | |

|M&O Management Plan | | |

|Master Project Plan (MPP) | | |

|Project Charter | | |

|Project Training Plan | | |

|Quality Management Plan | | |

|Requirements Management Plan | | |

|Risk Management Plan | | |

|Schedule Management Plan | | |

|Staff Management Plan | | |

|Website Management Plan | | |

2 Project Office Tools

The tools identified in the table below represent the baseline tool selection as referenced from the various management plans identified below. Refer to the appropriate reference(s) for the latest information on each tool.

|Tool Name |Tool Function |Tool Description |Reference(s) |Tool Location |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

| | | | | |

3 4 Acronyms

|Acronym |Description |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

| | |

5 Responsibility Assignment Matrix (RAM)

This table relates the project’s Work Breakdown Structure (WBS) elements to the people responsible for the item. The items in the legend indicate the expected level of involvement with the development or maintenance of the indicated WBS item. This Matrix is the baseline version of the RAM from the Staff Management Plan.

< Refer to Tailoring Guide for suggestions on entering project-specific information. >

-----------------------

[1] The term Project Office means the team of Office of System Integration (OSI) staff and consultants (led by a state project manager) who are responsible for managing the system acquisition effort.

[2] The term Prime Contractor means the vendor that is acquired through a formal procurement to develop and implement the system into the State of California environment.

[3] The term Other supporting organizations typically mean the sponsor and oversight entities (CDSS, DOF, DGS, county consortia, DTS data center, etc.) not already included as part of the Project Office or Prime Contractor teams.

[4] The Project Charter is the master set of requirements that bound and govern the scope of the MPP.

[5] There are seven OSI life cycle phases: Initiation, Planning, Procurement, System Development, System Implementation, Maintenance & Operations (M&O), and Closeout. Refer to the OSI Best Practices Website @ bestpractices. for more information.

[6] The Software Engineering Institute (SEI) uses the term Software Acquisition Planning (SA-CMM) to address long-term strategies for acquisition. OSI refers to this key process area as strategic planning.

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download